lifehack labs - "how to make a difference" - alex hannant // Ākina foundation : growing...

‘How to make a difference’ August 2014

1.  The way I see the world

2.  Making a difference through social enterprise

3.  A global trend + what’s emerging in NZ 4.  One step at a time

5.  Discussion

Running order"

The Anthropocene

Disruption

Dr Michio Kaku – ‘Physics of the impossible’

Lateral power / the distributed century

‘Bursting at the seams’

Half of all children live in poverty

1.5 billion are obese

Ivan Macfadyen- ‘The ocean is broken’

Climate change / systemic change "

Inequality

Inequality

67" 3,500,000,000"="

="

Unemployment > disempowerment"

Fundamental breakdown

We ain’t that smart

"History does not crawl, it jumps."

Black swans

What do we want?"

“The barrier to change is not too little caring; it is too much complexity” Bill Gates

But how…?

Systemic

Enduring

People

What works? Enabling

Social enterprise…

What is it?

Evolutions S

yste

ms

Cha

nge

Commercial Low

Low

H

igh

High

Social Entrepreneur

Social Enterprise

Good deeds

Optimal

Hybrid form"

Social entrepreneur-ship moves from niche to mainstream

European Union just launched the Social Business

Initiative; the UK now has thousands of registered

community-interest companies; and several USA

states, including California, have passed legislation

recognizing a special legal status for privately owned

organizations that generate revenue but

prioritize fulfillment of their social mission as their

primary objective.

Other positive signs abound. Top-tier business

school students are joining social enterprise clubs at

record rates, forcing faculties to rethink curricula.

Over the past decade, social entrepreneurship has

gone from niche to mainstream. Few people under-

stood the term when the Schwab Foundation for

Social Entrepreneurship started its operations in

2000. Today, there is growing recognition among

experts that social enterprises which straddle the

space between non-profit and for-profit are emerg-

ing as a distinct sector (see figure 1).

The recent proliferation of certification bodies

and legislative initiatives is one indication among

many that the sector is reaching a tipping point. The

Katherine Milligan, Schwab Foundation for Social Entrepreneurship

Social enterprises apply business principles and tools to achieve social change, testing the age-old conceptual divide between profit and charity. The social enterprise sector is on the cusp of achieving significant scale thanks in part to the recent influx of impact investment capital, but investors should bring a nuanced view of what social investment opportunities actually look like to build the sector’s long-term potential.

Figure 1

Social enterprises blur traditional boundaries between for-proƟt and non-proƟtSource: Adapted from Heerad Sabeti, “The Emerging Fourth Sector,” The Aspen Institute, 2009.

maximize Ɵnancial beneƟt to owners maximize social beneƟt

Organizations categorized by PURPOSE

Org

aniz

atio

ns

cate

gorize

d b

y IN

CO

ME

contr

ibute

d

ear

ned

For-proƟt SocialEnterprise

Non-proƟt/Govt

Business MethodsEntrepreneurship

Public-Private PartnershipPrivatization etc.

CSR, ESG Sustainability

19

A powerful vehicle for

change

Evolu&ons)

Avoids grant dependency

Replication / Open source

Scalability / sustainability

Multiple-benefits

Empowers communities

Leverages private

investment

Innovative / disruptive

1 2 3 4 5 6 7

Varieties of Social Enterprise

Commercial Enterprise

Business with a

charitable spend

Socially Responsible

Business

Social Purpose Business

Community Benefit

Enterprise

Charity with �on mission�

contract income

Charity with fundraising and/or grant

income

Businesses that �do good� Business Not For Profit

The Social Enterprise Continuum (NESTA/Young Foundation 2011)

Different structures

‘No profit – no mission’

‘Private businesses are profit centres for shareholders, social enterprises are profit centres for stakeholders – the more income, the more benefit.’

Social enterprise models

‘The Robin Hood Business’ "

Y-Gap"

‘One for One’"

TOMS"

Social Enterprise

!!!!!!

‘Fair Share’"

Café Direct"

Te Whangai Trust"

‘The Nurturing Business’"

Fifteen"

‘The Nurturing Business’"

Guayaki"

‘The Regenerating Business’"

‘Waste to Value’"

TerraCycle"

‘The Good Asset’ "

Blueskin Energy"

‘The Good Asset’ "

Skypath"

‘Disruptive Provider’"

Unchartered Play"

‘Disruptive Provider’"

Chalkle"

!!!!!

Grameen Danone"

‘Disruptive Provider’"

Global trends

supported by

State of Social Enterprise Survey 2013

supported by

social enterprise: Elvis and Kresse

Global movement

Accelerators, incubators, & hubs

Education"

Investing for impact

January 2012

Research InstituteThought leadership from Credit Suisse Research

and the world’s foremost experts

How social entrepreneurship is redefining the meaning of return

Investment primed

Impact funds "

Impact funds "

Social Ventures AustraliaABN 94 100 487 572 | AFSL 428865www.socialventures.com.au

Interested in investing? Please contact Ian Learmonth, Executive Director, Social Finance

+61 2 8004 6729 | ilearmonth@socialventures.com.au

What are social benefit bonds?Social benefit bonds (SBBs) are a promising new approach to the government financing of social services. They are designed to raise private capital for preventative programs that address areas of pressing social need, and generate attractive financial returns for investors.

Under an SBB, a government contracts with a private-sector financing intermediary or service provider (in the case of the Newpin SBB), to fund a social services program. The government pays the bond-issuing organisation or the delivery provider an agreed return depending on achievement of performance targets. Payments are calculated as a function of government cost savings attributable to the program’s success. The payment from the government recognises that addressing areas of social need reduces the financial burden on the government.

SBBs have several benefits:

Ɣ Private investors and institutions can invest to help create better social outcomes and receive a financial return

Ɣ Paying only once performance targets are met ensures efficient allocation of scarce public resources

Ɣ Service providers are given latitude to determine which services to offer

Ɣ They enable expansion of services that might not otherwise obtain funding.

Newpin SBB diagram

SBB precedents around the worldThe first social benefit bond was issued in the United Kingdom (UK) in September 2010 to fund a preventative program targeting recidivism of former inmates at Peterborough Prison. When the program successfully decreases the rate of recidivism, the UK Government realises savings through reduced expenditure on corrective services and returns are paid to investors. The return to investors will be 7.5% to 13%, depending on success of the program. Initial indications are positive and the UK now has 14 further SBBs live or in development with an approximate total value of £280 million.

New York City launched an SBB to reduce youth recidivism for over 3,400 adolescent men coming out of incarceration. Goldman Sachs invested in the Rikers Island pilot through a US $9.6 million loan. Mayor Bloomberg’s Foundation provided support through a partial guarantee to attract investors. California, Massachusetts, Minnesota, New York and Ohio are currently pursuing SBBs.

NewpinSBB Trust

Results

$ Return

SAVINGSUnitingCare

BurnsideInvestors

i For more information see http://www.newpin.org.au/about-newpin/about-newpin ii UnitingCare is responsible for the Uniting Church’s social responsibility and community service programs. iii In 2012, the Newpin restoration rate was 74.5%. iv Investors are ensured a min 5% interest payment for the first three years regardless of performance. v The minimum proportion of principal repaid at maturity is 50%, for scenarios where the restoration rate is 35% or below.

The Newpin Social Benefit Bond offers a unique opportunity to generate a competitive financial return, as well as create a lasting positive change for children and families.

This is a summary note and potential investors should read the Information Memorandum to fully understand all of the risks and features of the Newpin Social Benefit Bond.

Social Impact Bonds

New markets - impact

‘Impact for Cash’"

Bikes in Schools"

New markets – social procurement

New structures"

NZ Market…?"

Pilots, Positions, & Prototypes

Demand increasing & unmet"

Capability low, understanding low"

Need for standards / benchmarks"

Limited support at all levels"

Need to grow demand and supply capital"

A sustainable, prosperous and inclusive NZ"

To deliver the next generation of transformational social enterprise "

Activate talent, raise awareness and building

capability"

Support social enterprises to

deliver scalable solutions"

Facilitate access to markets and capital"

Monitor’s research has identified the following four stages of pioneer firm develop-

ment that are distinct both from the firm’s experience and the investor’s perspective:

Blueprint

First of all, pioneers need to blueprint their designs for the future business. This is

often driven by not much more than a strong sense of ‘moral imagination’, striv-

ing for radically better solutions to meet the needs of the poor. This stage involves

connecting the capability for business and often technical innovation to address the

needs of customers or suppliers in the BoP. This is no trivial matter, as the requisite

capabilities for technology, product and business innovation are not as common-

place in the BoP population as they are in more affluent populations. The gulf in

experience, understanding and skills that separates these groups of people is a

significant barrier to the origination of high-potential inclusive business ideas.

Even so, an idea or concept on its own is not a blueprint. There needs to be a clear

sense of what the business will offer, what it will do and how it will do it. In other

words, there needs to be a compelling initial business plan. At the end of this first

stage, we would also expect product prototypes and any critical novel technologies

to have been demonstrated successfully, resulting in what some might call a prod-

uct or technical ‘proof of concept’.

Validate

However, having a product that works is not enough. In the second stage, pioneers

need to validate the commercial viability and scalability of the business model

described in the blueprint. This involves running market trials in which business

plan assumptions are tested. Will customers want this product? Will they be will-

ing to pay for it from their small and hard-earned incomes? Will this be enough to

cover the costs of the business, not just the direct cost of the product itself? These

are crucial questions, and the process for answering them is almost always itera-

tive. Market trials often reveal issues and weaknesses in the blueprint, leading to

refinements in the product, technology and business model, and further trials. The

greater the degree of model innovation involved, the more time and resources need

to be invested in this stage.

Models of inclusive business call for particular effort and rigor at this stage be-

cause motives are almost always a blend of the social and the financial, which can

weaken the focus on commercial viability. Moreover, unlike a mainstream business

1. Blueprint 2. Validate 4. Scale

FOUR STAGES OF PIONEER FIRM DEVELOPMENT

3. Prepare

Having a product that works is not enough; pioneers need to validate the commercial viability and scalability of the business model.

We follow the de-velopment of these pioneering inclusive businesses through the lens of Monitor’s four-stage business lifecycle framework, and draw out the implications for capital. We describe the phenomenon of the ‘pioneer gap’ in investment, and the potential for ‘enter-prise philanthropy’ to establish new inclu-sive business models.

From Blueprint to Scale 11

Development pathway"

Development tools"

"COACHING + DIRECT SUPPORT""

"COMPASS NETWORK""

"SEED FUNDING ""

TOOLS + PERFORMANCE MEASURES "

NETWORKS + PARTNERSHIP BROKERING""

Build an ecosystem"

One step at a time"

You are part of a growing global movement whose core goal is to create a tipping point

You don’t have to do it all!

But do something that matters

PURPOSE

PROBLEM SOLUTION

KEY METRICS

UNIQUE VALUE PROPOSITION

UNFAIR ADVANTAGE

CHANNELS

CUSTOMER SEGMENTS

COST STRUCTURE FINANCIAL SUSTAINABILITY

IMPACT

V1.04 Available at www.socialleancanvas.com

Existing Alternatives High Level Concept Early Adopters

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.Have a plan and a process"

Copy proven models

Make friends"

Stay with it – it really is the journey

…and do the little things well"

Know where the door is

Power – know it, use it

“Power!properly!understood!is!nothing!but!the!ability!to!achieve!purpose.!It!is!the!strength!required!to!bring!about!social,!poli;cal!and!economic!change...!One!of!the!great!problems!of!history!is!that!the!concepts!of!love!and!power!have!usually!been!contrasted!as!opposites!—!polar!opposites!—!so!that!love!is!iden;fied!with!a!resigna;on!of!power,!and!power!with!a!denial!of!love.!!

Now,!we've!got!to!get!this!thing!right.!Power!without!love!is!reckless!and!abusive,!and!love!without!power!is!sen;mental!and!anemic.!It!is!precisely!this!collision!of!immoral!power!with!powerless!morality!which!cons;tutes!the!major!crisis!of!our!;mes.”!!Mar$n&Luther&King&